New ScrumMasters may understand the “what” and the “how” of their new practices, but they often don’t understand the “why”. Here we look at two common problems: project managers not creating the sprint burndown charts and teams not participating in the daily standup meetings.

This session provides straightforward, experience-based advice on how to build a career in project management, in light of the typical opportunities in the profession and the realities of current economic circumstances globally. The session will be of value both to people new to the field, and to very experienced practitioners as well.

Ten years ago, a new way of working was branded Agile. At that time, many of the practitioners were living on the edge, challenging people and process in ways that were sometimes good but other times overly extreme. Ten years later, agile methods and agile practices are less radical and even more able to provide a competitive advantages if applied pragmatically. In this session, David Hussman will share experience and techniques for introducing agile methods into high governance and high criticality environments. David has successfully introduced agility in medical devices development, aerospace, defense and many government funded projects. The session will explain techniques used to select practices, introduce them and measure their success. Please sign in armed with an open mind and a pile of questions and healthy skepticism

As we start 2010, project managers should be embracing 21st century technologies and approaches. But while developers and other project members have been benefiting from improved communication and collaboration via new technology in the last 10 years, project managers have been slower to adopt them.

It is not often we get a chance to watch the growth of a new certification as it occurs. The PMI-ACP is the Project Management Institute’s (PMI) new Agile Certified Practitioner (ACP) credential. It was launched with a pilot program at the end of 2011 and then a formal launch in 2012. How popular will this new credential become?

When is "new" good, and when is it just a fad? Sometimes, new processes and approaches may seem appealing and effective simply because they’re new and optimistically presented--and we haven’t yet been faced with examples of where they’ve been perverted and compromised.

Many software development teams want or need to transition to agile but are not sure how to get started. The purpose of this paper is to simplify the roles, responsibilities, meetings, and iteration cycles so that an agile team can easily begin to implement their own agile process that works for their team, clients, customers, and users.

Some substantive updates to the definition of Scrum artifacts may seem like minor clarifications to terms and definitions, but they have quite profound implications. In this article, we discuss these changes and how they affect the ScrumMaster (or project manager) tasked with delivering a “done” increment.

To achieve a Zen culture of Scrum will take time, resources and a radical paradigm shift. Is it worth it? Yes, because this practice places humans--not processes or techniques--at the center of an organization. Let's learn more about a valuable history.

Agile is being adopted by many organizations to support the business goals of quicker delivery and lesser costs. This article provides an insight into the scenarios where agile would be a best fit; explains certain situations in which agile might fail; and also highlights the advantages of other software development methodologies and the best projects these can be used for.